Information Meeting ~ Financial Results for FY27 ~ May 23, 28
Table of Contents 1.Operating Performance Gross Operating Income...3 Factor Analysis...4 Expenses & OHR...5 Core Net Business Profits...6 Credit Cost & Problem Claims.7 Net Income...8 Capital Allocation...9 Return on Capital...1 Shareholder Return...11 2.Business Performance Loans... 13~14 Deposits...15 Market Share...16 Loan & Deposit Yield...17 Fee Business...18~2 Securities Portfolio...21 3.Management & Business Strategies Branch Network Strategy (Kanagawa Pref, SW Tokyo)..23~24 Alliance...25~27 Investing in Human Assets..28 Establishing Yokohama Brand..29 1
1. Operating Performance 2
1. Operating Performance (1) Gross Operating Income FY7: Gross Operating Income increased by JPY12.4Bn(+5.8%) to JPY224.1Bn from FY6. Core Base Income( Domestic Interest Income + Fees & Commissions) increased by 14.6Bn (+7.2%) to JPY216.1Bn. FY8 Forecast: JPY234.Bn (+JPY9.9Bn, +4.4% from FY7 ). (JPY Bn) Gross Operating Income (Non-consolidated basis) Comparison from FY6 (JPY Bn) FY6 FY7 25. International & Domestic (Others ) 28.7 211.7 224.1 8.1 234. 9.8 (actual) (actual) change Gross Operating Income 211.7 224.1+12.4 Domestic GOI 28.2 218.9 +1.7 2. 15. 7.5 36.9 Domestic (Fees) 1.2 36.1 34.2 36.4 Interest Income1 165.4 181.8+16.4 A Fees & Commissions2 36.1 34.2-1.9 B Trading Profits.8.9 +.1 Other Operating Income 5.7 1.8-3.9 GOI from Int'l Operations 3.5 5.2 +1.7 1. 164.3 165.4 181.8 187.8 Core Base GOI1+2 21.5 216.1+14.6 5.. Domestic (Interest Income) 5 6 7 8 (Forecast) Factors behind the change; A Increase in interest income +JPY16.4Bn By improvement in interest margin reflecting BOJ Rate Hikes & Increase in loan volume B Decrease in Fee Income: -JPY1.9Bn Decrease in Syndicated loans + Increase in Fee expense 3
1. Operating Performance (2) Analysis of Factors influencing Interest Income FY7: Interest Income increased by JPY16.4Bn, reflecting the effects of the two BOJ rate hikes. FY8: Expected to increase by JPY6.Bn, due mainly to expected increase in loan volume. +1.8-4.3 +16.4 +7.8 Loan Volume Factor Deposit Yield Factor +4.3 +6. Loan Volume Factor Deposit Yield Factor -2. Others Others +1.5 Loan Yield Factor Loan Yield Factor -12.7 181.8Bn 187.8Bn FY8 165.4Bn FY6 Interest Income +17.1 Increase in private sector loans. FY7 Interest Income Interest Income (Forecast) 4
1. Operating Performance (3) Expenses & OHR FY7: Expenses were JPY97.1Bn (+JPY7.Bn, +7.7%). OHR was 43.3%. FY8 Forecast: JPY14.Bn (+JPY6.9Bn, +7.1%). Both Personnel & Non-Personnel investments are to increase as the Management Plan progresses, but OHR will remain between 4% and 45%. (JPY Bn) 1 5 41.3% 42.5% 43.3% 86.2 6.3 49.9 3. OHR Tax 9.1 6.3 51. Non-Personnel Personnel Expenses & OHR 32.7 97.1 6.5 54.3 36.1 (Non-consolidated basis) (%) 44.4% (Forecast) 14. 6.8 58.6 38.6 5. 4. 3. 2. 1.. 1. Comparison from FY6 (JPY Bn) FY6 FY7 (Actual) (Actual) change Expenses 9.1 97.1 +7. Personnel 32.7 36.1 +3.4 A Non-Personnel 51. 54.3 +3.3 B Tax 6.3 6.5 +.2 Adjusted OHR(%) 42.5 43.3 +.8 Factors behind the change: A Increase in the # of personnel etc. B Increase in investments in newly opening branches & IT related investments, and Brand Strategies etc. 5 6 7 8 (Forecast) 2. 5
1. Operating Performance (4) Core Net Business Profit FY7: Core Net Business Profit increased by JPY5.4Bn (+4.4%) to JPY127.Bn. FY8 Forecast: +JPY3.Bn (+2.3%) to JPY13.Bn. (JPY Bn) Core Net Business Profit (Non-consolidated basis) 15. Profit from Securitization 122.4 121.6 127. 13..8 4.1 2. Comparison from FY6 (JPY Bn) FY6 FY7 (actual) (actual) change Core Net Business Profit 121.6 127. +5.4 1. ROE(Core Net Business Profit) ROA(Core Net Business Profit) 17.4% 17.9% +.5% 1.1% 1.1% ±.% 5. 118.3 119.6 126.2 13. Factors behind the change: Increase in Gross Operating Income +JPY12.4Bn Increase in Expenses JPY7.Bn. 5 6 7 8 (Forecast) (Note) ROE = Core Net Business Profit Net Asset(Average, excluding minority interests ) ROA = Core Net Business Profit Total Assets( Average, excluding, excluding customers liabilities for acceptances & guarantees ) 6
1. Operating Performance (5) Credit Costs & Problem Claims Ratio FY7: Credit Costs decreased by JPY1.3Bn (-6.7%) to JPY18.Bn. FY8 Forecast: Expected to be JPY18.Bn (±.% from FY7) Credit Cost Ratio is expected to be.2%. FY7: Problem Claims Ratio decreased to 2.1%. (JPY Bn) 4 2 Credit Cost Ratio (Non-consolidated basis) (%) Credit Cost Ratio.4.25%.23%.21%.2%.2 19.8 19.3. 18. 18. (JPY Bn) 3 2 Disclosed Problem Claims under Financial Revitalization Law (FRL) 2.6% 215. 24.4 Unrecoverable or Valueless 2.4% 25.5 19.1 Disclosed Problem Claim Ratio under FRL (Non-consolidated basis) 2.1% 191.3 26.2 (%) 2...2 1 142.2 132.6 Doubtful 113.2 In need of Special Caution.4 5 6 7 8 (Forecast) 48.3 53.7 51.8 5 6 7 2. (Note1) Credit Costs = Disposal of bad debts + Transfer to Allowance for possible loan losses (Note2) Credit Cost Ratio = Credit Costs Average loan balance 7
1. Operating Performance (6) Net Income FY7: Net Income (consolidated) was JPY68.2Bn (+JPY2.Bn, +2.9% from FY6). FY8 Forecast: JPY68.Bn, -JPY.2Bn (-.2%) from FY7. FY8: ROE is expected to be mid-9%. (JPY Bn) 1 9.5% ROE (Consolidated basis) 9.4% Net Income 9.6% (Consolidated basis) (%) 1. Flat Comparison from FY6 6 7 (Actual) (Actual) (JPY Bn) change Net Income(consolidated) 66.2 68.2 +2. Net Income(Non-Consolidated) 65.8 66.4 +.6 8 66.2 68.2 68. Net Income(Subsidiaries).4 1.8 +1.4 6 4 2 6.8.6 6.2.4 1.8 1.5 Subsidiaries 65.8 66.4 66.5 Non-consolidated 8. ROE(Net Income base, consolidated) 9.4% 9.6% +.2% Factors behind the change: <Non-consolidated> Increase in Core Net Business Profit: +JPY5.4Bn Decrease in Credit Cost:+JPY1.3Bn Decrease in Stock related gain etc.:-jpy3.6bn <Subsidiaries> Improvement in profitability of Consolidated Subsidiaries etc. ; +JPY1.4Bn 5 6 7 8 (Forecast) 6. (Note) ROE = Core Net Business Profit Net Asset(Average, excluding minority interests ) 8
1. Operating Performance (7) Capital Allocation Mar-8(consolidated): Tier1 Ratio was 1.39%, Capital Adequacy Ratio was 1.8%. Strictly managing risk & return by allocating capital according to both Risk Category-wise and Profit Center-wise, securing considerable amount of buffer reflecting stress tests. (JPY Bn) 8 7 6 5 4 3 2 1 677.4 (Deductions -39.2) Tier2 64.6 652. Tier1 Regulatory Capital (Mar-8 Actual) Deferred Tax Assets Tier1 ratio 1.39% Capital Adequacy ratio 1.8% 44.9 67.1 Actual Core Capital Actual Core Capital (Sources for Allocation) Capital Allocation(FY8) Buffer (Unallocated Capital) 245.5 361.6 Allocated Capital 345.1 Allocation (FY8 1H) Allocated Capital (FY8 Plan) Estimated difference by Stress Testing. Earthquake Risk Other Unmeasurable Risk etc. Excess capital retained for new business and/or investment Risk/Profit Category-wise Allocation(FY8 1H) (Note 1) Market Risk: Interest rate fluctuating risk related to Loans, Deposits, securities held to maturity, and securities price fluctuating risk. (Note 2) Operational Risk etc.: Operational risk, Liquidity risk and other risks. (JPY Bn) 4 35 3 25 2 15 1 5 58.2 148.4 138.5 Risk Category-wise Operational Risk etc. Market Risk Credit Risk 142.6 71.3 15.3 115.9 Profit Center-wise Head Office &ALM etc. Finacial Markets Individuals Corporate 9
1. Operating Performance (8) Return on Capital (Profit Center-wise) The average return on capital allocated to all the profit centers (asset business only) was 16%, outperforming target ROE and cost of capital. Return on capital in Individual and Corporate Sectors indicates higher profitability, and we will continue to maximize profits by investing our management resources in both sectors. (%) 12 3 Individuals Return on Capital(Profit Center-wise) Rate of 2 Return on Capital 1 18.8 Target ROE(1%) Cost of Capital (6.5%) Financial Markets 4.8 21. Corporate Higher Capital Efficiency 13.1 Head office (Administrative) 5 1 15 Capital allocated to each Profit Center (JPY Bn) (Note1) Figures under each bubble: Profit Center-wise after-tax profits in JPY Bn, twice the forecasted figures for FY8 1st Half. (Note2) Profit Center-wise profits = Credit Cost Adjusted Income (1-4%[tax]) (Note3) Cost of Capital = JGB(1Y)Yield(1.5%)+Risk premium(5.%) 1
1. Operating Performance (9) Shareholder Return Payout Ratio: Rose to 23.7% in FY7 with dividend increased by JPY1.5 per share. Shareholder Return Ratio: Was 5.6% in FY7, achieving the target ratio of 4% or higher. (Ratio against Net Income) 5.% 4.% 3.% 2.% 1.%.% 12.5% 12.5% (5 yen) How Shareholders are Rewarded Target Return Ratio 29.4% 8.6% 1.% 2.8% (8.5 yen) 3.9% 2.9% (9 yen) Payout Ratio (Dividend per share per annum) 39.4% 18.3% Return Ratio by repurchase of own shares 21.1% (1 yen) 5.6% 26.9% 23.7% (11.5 yen) (Non-Consolidated basis) Higher than 4% Higher than 16.4% 23.6% (11.5 yen) 3 4 5 6 7 8(Forecast) (Note) FY8 Forecast figures are calculated on condition Net Income meet the officially forecasted Net Income for FY8. 11
2. Business Performance 12
2. Business Performance (1) Total loans outstanding FY7: Total loans outstanding grew by 5.5% (+JPY464.1Bn) from FY6. Especially, loans to individuals grew by 7.5% from FY6, leading the high growth in total loans. (JPY Bn, Outstanding Balance) Loans (Non-consolidated basis) 9,. 8,. 8,23.4 7,934.3-1.1% +5.% 8,332.7 +.6% 8,385.4 +5.5% 8,849.5 7,. 6,. 5,. 3,227.6 +5.% 3,391.3 +4.2% 3,537. +4.9% 3,713.3 Loans to Individuals +7.5% 3,994.6 4,. 3,. 2,. 4,795.8-5.2% 4,543. +5.5% 4,795.7-2.5% 4,672.1 +3.9% 4,854.9 1,. Corporate Loans. 3 4 5 6 7 (Note 1) Corporate Loans include loans to public and public related sectors. (Note 2) Individual Loans include a portion that has been securitized. 13
2. Business Performance (2) Individual Loans & Corporate Loans Individual Loans: Housing Loans grew by 9.7%, Apartment Loans by 4.7% from FY6. Corporate Loans: Maintaining upward trend, despite a mediocre increase in SME Loans. (JPY Bn, Outstanding Balance) Individual Loans (Non-consolidated basis) (JPY Bn, Outstanding Balance) Corporate (Non-consolidated basis) 5, Consumer Loans 4, 3,537. 324.2 3, 1,36.2 +7.5% +4.9% 3,713.3 334.4 +3.9% 1,77.6 +4.7% Apartment Loans 3,994.6 34.8 1,129.1 5, Others 4, 3, 4,795.7-2.5% 4,854.9 +3.9% 4,672.1 19.8 444.6 96.3 1,542.9 +1.9% 1,391. 1,278.4 +8.8% Large & Medium sized 2, 2,176.6 +5.7% 2,31.3 +9.7% 2,524.7 2, +3.6% +.5% 3,72.7 3,184.8 3,22.2 1, 1, SMEs Housing Loans 5 6 7 (Note) Housing loan includes a portion that has been securitized. (FY5: JPY28.Bn, FY6: JPY271.Bn, FY7: JPY27.6Bn) 5 6 7 (Note) Others include loans to public and public related sectors. 14
2. Business Performance (3) Deposits FY7: Deposits increased by 1.7% from FY6, maintaining upward momentum. Liquidity Ratio was 64.9%, maintaining the top among Japanese regional banks. (Average 53%) (JPY Bn) Transition of Deposits (Non-consolidated basis) 14, 12, Liquidity Ratio(Right side scale) 64.% 62.5% 65.9% 67.1% 64.9% 7.% 65.% 1, 9,154.3 +1.4% 9,286.5 +1.6% 9,435.6 185.5 Others 233.6 196.8 +4.1% 9,827. +1.7% 9,996.8 134.6 216.3 6.% 55.% 8, 3,242.8 3,112.7 3,22.2 3,98.4 3,295.2 +2.5% +6.3% 5.% 6, Fixed Deposit 45.% 4, 2, 5,725.8 5,94.1 6,216.5 +6.% 6,594. -1.6% 6,485.3 Liquid Deposit 4.% 35.% 3.% 3 4 5 6 7 25.% (Note1) Liquid Deposit = current, ordinary, saving, and other deposits. (Note2) Fixed Deposit = time deposit etc. (Note3) Others = miscellaneous and other deposits. 15
2. Business Performance (4) Market Share in Kanagawa Prefecture Mar-8: Market share of loans was 29.2% (+1.% from Mar-7), and deposit 23.1% (-.1% from Mar-7). While 4 major Groups lose their loan market share, we steadily increased our share. 4 Major Group Deposit Market Share in Kanagawa Prefecture (%) 45. 35. 46.2% 43.2% 4 Major Group Loan 46.% 42.3% 45.7% 41.6% 45.6% 4.2% 45. 4. 3. BOY Loan 27.3% 27.7% 28.2% 29.2% 35. 3. 25. BOY Deposit 22.8% 22.8% 23.2% 23.1% 25. 2. Mar-5 Mar-6 Mar-7 Mar-8 2. (Note) Market share above does not include Japan Post, Credit Unions & JA. (Bank estimates) 16
2. Business Performance (5)Loan & Deposit Yield (Domestic Operations) FY7: Loan Yield rose to 2.19%, and the Yield Spread widened to 1.97%. FY8 Forecast: Loan Yield is expected to increase to 2.21%, leading the Spread to 1.94%, a slight decrease from FY7. (%) Quarterly Loan & Deposit Yield (Non-consolidated basis) 2.3 2.2 2.1 FY6 Average 1.94 FY7 Average 2.19 2.11 2.13 2.2 2.21 2.23 FY8 Forecast 2.21.9.8.7 2. 1.9 1.8 1.7 1.6.2 1.5.1 1.4 1.82 1.81.1 1.9 1.82 FY6 Average.9.8 1.96 1.86.1 1.96.15 1.94 1.98 1.98 FY7 Average.22.19.22.23.23 FY8 Forecast.27 6-Q1 6-Q2 6-Q3 6-Q4 7-Q1 7-Q2 7-Q3 7-Q4 8-Q1 8-Q2 8-Q3 8-Q4 2. Yield Spread.6.5 Interest rate on.4 loans.3 Interest.2 Rate on deposit.1. 17
2. Business Performance (6)Fees & Commissions Income (Domestic Operations) FY7: Fees & Commissions Income decreased by JPY.8Bn (-1.8%) from FY6. Among which, Non-Deposit Product related income increased by JPY.4Bn(+5.% from FY6 ), in the midst of aggravating environment. (JPY Bn) Fees and Commissions income (Non-consolidated basis) 5 4 3 2 +11.6% 47.7 +.8% 48.1-1.8% +6.9% 42.8 5.1 4.8 Annuity insurance 4. 4. 2.4 4.5 1.5 7.3 3.6 Investment trusts 7.7 3.3 2.3 4.2 1. 1.6 1.6 1.2 3.4 Syndicated Loan 3.1 Private 13.2 13.1 12.8 Placement 1.2 11.5 Bonds 11.3 Others 3.8 4.2 4.3 4.4 Account Transfer 4.5 1.3 47.3 Non- Deposit Products Corporate 1 4.4 4.6 4.6 4.5 ATM 4.8 11.2 11. 11. 1.9 Remittance 1.7 3 4 5 6 7 Settlement Related Business (Note) Fees & Commissions income represents gross income before subtracting Fees & Commissions expenses. 18
2. Business Performance (7) Non-Deposit Products FY7: The growth in Non-Deposit Products slowed down, due to aftermath of US sub-prime loan issues. Fee income from Investment Trusts & Annuity Insurance for individuals was JPY11.7Bn, maintaining a previous term level. (JPY Bn, Outstanding) 1,5. 1,. 5.. 12.6% 985.2 62.2 466.4 13. Balance of Non-Deposit Products (for Individuals) Share of Non-Deposit Products Foreign Currency Deposits 14.% 1,152.4 39.1 519.5 218.4 353.4 375.4 1,342.4 33.4 545.6 313.2 (Non-consolidated basis) (%) 15.5% 15.4% 1,371.5 4.4 535.1 Public Bonds 354.7 Annuity Insurance 45.2 441.1 Investment Trusts Mar-5 Mar-6 Mar-7 Mar-8 15. 1. 5.. 5. 1. (JPY Bn) 14. 12. 1. 8. 6. 4. 2.. 6. 2.4 3.6 Fee Income from Investment Trusts & Annuity Insurance (for individuals) 9.3 5.1 4.2 11.9 4.8 Annuity Insurance 7.1 Investment Trusts 11.7 4. 7.6 4 5 6 7 (Nonconsolidated basis) (Note) Share of Non-Deposit Products = Outstanding balance of Non-Deposit Products (outstanding balance of individual deposits+ outstanding balance of Non-Deposit Products ) (Note) Fee incomes are calculated on internal managerial basis. 19
2. Business Performance (8) Private Placement Bonds & Syndicated Loans FY7: Both the amount & the number of underwritings of Private Placement Bonds and Syndicated Loans slightly decreased compared from FY6. Fees & commissions from the above two also decreased slightly from FY6. (JP Bn) 16. 12. 8. 4.. 51 94.7 Private Placement Bonds # of underwriting 373 398 383 77.8 83.9 Amount of underwriting 75.6 4 5 6 7 (# of arrangements) 6 4 2 2 4 6 (JP Bn) 6. 5. 4. Private Placement Bonds 3.9 Fees and Commissions 5.4 1.2 4.7 1.3 4.4 1.2 Syndicated Loans (JP Bn) (# of arrangements) 3. 1.6 4 3 2 1 # of arrangements 86 56 137.4 199.7 77 256.7 Amount of arrangements 64 243.4 4 5 6 7 1 8 6 4 2 2 4 6 8 2. 1.. 2.3 4.2 Syndicated Loans 3.4 3.1 4 5 6 7 (Note) Fees & Commissions from Syndicated Loans include Commitment Line Fees etc.. 2
2. Business Performance (9) Securities Portfolio Established a flexible and optimal securities portfolio, while carefully monitoring economic and financial situations. No US Sub-Prime housing loan related assets contained within our portfolio. JPY Bn (Market Value, Consolidated) 1,5 Corporate Bonds 1, Bank Debenture 5 Duration 1.7 1.9 1,299.8 (Unrealized Loss -6.5) 332.6 Others 29. 4.9 43.6 116.5 737.2 JGB Local Bonds Public Bonds 1,17.4 (-5.6) 287. 24.9 31.2 52.8 111.4 59.8 Transition of Securities Portfolio Unit:Years 2.8 1,61. (-9.8) 261.1 23.9 66.8 42.6 17.7 558.9 Mar-7 Sep-7 Mar-8 4. 3. 2. 1.. -1. -2. -3. -4. -5. ABS(Others) -6. (Note 1) The balance and the unrealized losses covers only available for sale securities with market value, but does not cover stocks. (Note 2) The duration does not contain ones of foreign bonds and investment trusts. -7. -8. -9. -1. Investment diversified to 27 products Investment Trust etc. 41.7 1.7 Foreign Bonds Corporate Bonds (Japanese Companies) JPY7.4Bn Soverign, Government Agency, High Grade ABS, etc. JPY14.7Bn 22.1 261.1Bn Domestic ABS(Residential Loan) 195.5 21
3. Management & Business Strategies 22
3. Management & Business Strategies (1) Branch Network Strategy Part 1 Kanagawa Prefecture FY7: Opened 3 new branches specialized in individuals in Kohoku New Town and Yokohama Minatomirai Area where the population growth is remarkable within the Yokohama City. Further strengthening our customer base within the prefecture by acquiring transactions with new residents, fully exploiting our dominant branch network along with our new Brand Strategy. (Balance, JPY Bn) Balance of Financial Products in Custody (New Mini-Branches in Kanagawa) Top-1(# of branches in Kanagawa) (Mar-8) Bank of Yokohama 176 1. 5. + 7.3 1.8 Yokohama Shinkin MUFG Shonan Shinkin Kawasaki Shinkin Mizuho FG 59 59 56 54 53 Increased 6 branches during FY5~FY7. Planning 7 more branches by the end of FY9.. Fujigaoka 1.1 1.2 1.8 3.5 6. Sep-5 Mar-6 Sep-6 Mar-7 Sep-7 Mar-8 Kawasaki West Tama Center Naka machidai Minato mirai Kitaya mata SMFG Miura Fujisawa Shinkin Sagami Shinkin Suruga Bank 37 36 48 45 5 1 15 2 (Note) Financial Products in custody = deposits + non-deposit products. (Note) # of manned branches. Bank estimates. 23
3. Management & Business Strategy (1) Branch Network Strategy Part 2 Southwestern Tokyo Loan balance in SW Tokyo, where we have started establishing new branches in FY5, increased by JPY18.6Bn(from Mar-7). We will plan to open new full-banking branches targeting at individual customers as well, in addition to the 5 existing branches specialized in corporate loans, in the future. (JPY Bn, outstanding balanace) Loan Balance in SW Tokyo Nov-6 Ebisu Mar-6 Gotanda Ekimae 8 + 18.6 Tokyo May-6 Tamachi 6 4 57.9 74.5 83.9 93.1 Kanagawa Sep-5 Shinagawa Sep-5 Omori 2 36.7 11.8 Sep-5 Mar-6 Sep-6 Mar-7 Sep-7 Mar-8 Shinagawa & Omori Gotanda Ekimae Tamach i Ebisu Planning full-banking branches Planning full-banking branches along the railways such as along the railways such as Tokyu and Odakyu lines. Tokyu and Odakyu lines. With a view to covering up the With a view to covering up the area from the side of Kanagawa. area from the side of Kanagawa. 24
3. Management & Business Strategies (2) Main themes of the Plan 1 Alliance Regional Banks Further strengthening cooperative relations with non-competing regional banks in our market. Enhancing customer convenience and operational efficiency by mutually complementing management resources. Hokkaido Housing Loan Workshop is referred to in the next page. 77 (Note1) Co-development with Regional Bank Integrated Services Center by NTT Data corp. Toho (Note2) Joyo, Kanto Tsukuba and Musashino Bank joined the existing 3 banks in Mar-8. (Note3) Co-research on marketing strategy specialized in regional financing. (Note4) Liaise with member banks to bolster Leasing Business. Nishi Nippon City Sanin Godo Chugoku Iyo Kyoto Hokuriku 82 Gunma Joyo Yamanashi Musa Tokyo Kanto Chuo shino Tomin Tsukuba Shizuoka BOY Chiba (Note5) Formed alliance with 1 member banks of Regional Bank Integrated Services Center. (Note6) Participating banks are as of May. 22, 28. 25
3. Management & Business Strategies (2)Main themes of the Plan 1 Alliance - Regional Banks (Sector-wise) We will strengthen the functions, with low cost, in loan and deposit by utilizing alliances with regional banks. We will develop high value added products in the Housing Loan Workshop, in order for us to compete against the Japan Post Bank. Deposit ATM Alliance with 6 Regional Banks in Kanto Loan Co-development of housing loan products Total 1,795 locations Bank of Yokohama 55 Regional Banks (Note) Participating banks are as of May 22, 28 Bank of Yokohama Chiba Bank Tokyo Tomin Bank 594 locations 417 locations 19 locations ATM alliance among 3 banks started from Oct-7 + 3 more banks joined Joyo Bank Kanto Tsukuba Bank 331 locations 142 locations ATM alliance among 6 banks to start from Aug-8 Become able to withdraw and remit money using the ATMs of the 6 banks under the same condition (Note) The # of locations is as of Mar-8. Musashino Bank 22 locations Housing Loan Workshop (Established in May-8) Co-develop housing loan products Co-promotion and so on The first co-developed product May-8 Long Escort ~Dedicated for females, equipped with Life Support Services(note)~ (Note1)Housekeeping service, child care service, discount price at leisure & sports facilities. 26
3. Management & Business Strategy (2) Main themes of the Plan 1 Alliance - Other Businesses Forming alliance with financial institutions that complement one another in the area of expertise and customer access in both Individual & Corporate Sectors. We are now in the process of jointly establishing a securities subsidiary with Tokai Tokyo Securities in individual sector. We will enhance our capability as a group, as investing needs by customers develop. Individual Sector Securities Business Corporate Sector Investment Banking Business Bank of Yokohama Ownership 51% Tokai Tokyo Securities Ownership 49% Hamagin Tokai Tokyo Securities Scheduled to begin operations in FY8 2nd Half (Note) (Note) On condition that approvals from the related authorities are obtained. Retail securities house focusing on Kanagawa Integration of our rich customer base and brokerage expertise of Tokai Tokyo Securities Aiming at further expanding customer base and maximizing profits by strengthening consulting sales. Formed business alliance with Aozora Bank in Oct-7 Enabling us to handle schemes we traditionally could not tackle by ourselves. <The first successful scheme (Real Estate non-recourse loan)> SPC(Special Purpose Company) Trust Beneficiary Right Sold property Real Estate Owner Debt Equity Senior Loan Mezzanine Loan Senior stake Subordinated stake Qualified Institutional Investors Contractors etc. Client <Arranger> Bank of Yokohama Aozora Bank Joint Proposal 27
3. Management & Business Strategies (2)Main themes of the Plan 2 Investing in Human Assets Proactive recruitment to establish 4, Employees Regime (in-house) by FY9. (New employees hired in FY7: 425) In addition to increasing the number of employees, we will enhance human resource development, especially in improving consulting skills of our employees. (# of employees) Number of Employees(Plan & Progress) (JPY Mn) 3 Sales of Non-Deposit Products by tellers 45% 4, About 4, 25 Ratio of sales by tellers 4% 35% 3,8 3,6 3,449 3,696 more than 5 2 15 3% 25% 2% 3,4 1 15% 3,2 5 Average amount of non-deposit products sold per teller 1% 5% 3, 6 7Plan 8Plan 9Plan FY7 Actual FY4 1H FY4 2H FY5 1H FY5 2H FY6 1H FY6 2H FY7 1H FY7 2H % (Note) Non-Deposit Products (= Investment Trusts + Annuity Insurance) that low-counter tellers sell. 28
3. Management & Business Strategies (2) Main themes of the Plan 3 Brand Strategy We have launched a new Brand Strategy towards establishing the Yokohama Brand, being one of the main themes in our Medium Term Management Plan, New Horizon from Oct. 27, We are steadily implementing various measures for Brand Strategy, such as introducing designs based on our Brand in branches, CD card and passbook. Measures for Brand Strategy 7 (JPY Bn) Plan for Expenses on Establishing "Yokohama Brand"(=Customer Satisfaction improvement) About JPY 6 Bn 6 5 4 About JPY 5 Bn 3.8 About JPY 4 Bn Others (Ads etc.) Sales Measures related Newly Opened Branch (Minato mirai Branch) 3 2 Renewing Branches etc. 1 FY7Plan FY8Plan FY9Plan FY7 Actual Renewal of CD card & passbook 29
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